100+
Employees affected by the technology transformation
Engineering · AI · R&D · Product
The challenge
Slingshot’s technology teams operated in separate silos, creating competing priorities, duplicate work, and unclear accountability. Customer-facing technical roles were mixed with product development teams, making it difficult to balance customer commitments with building products that could scale.
I raised these concerns with the CEO and recommended bringing the technology functions under unified leadership, with a clearer distinction between customer delivery and product development.
The approach
Recommended a new organizational structure that brought Engineering, AI, R&D, and Product under the CTO, while moving certain customer-facing technical roles into Operations. Advised on reporting relationships, leadership responsibilities, and the division of work between teams.
Led the change management strategy, including implementation timing, communications, dedicated manager briefings, and FAQs. Identified employees at risk of leaving and developed plans to retain critical talent during the transition.
The outcome
The new structure helped teams work more efficiently by reducing duplicate efforts and making better use of work already being done for customer programs to support broader product development. It also enabled technology and product leaders to develop the company’s first integrated roadmap.
In follow-up focus groups six months later, employees responded positively to the changes and reported significant improvements in the clarity of their roles and responsibilities.